AI and HR – WebHR’s Leap into the future

The world as we know it, has been consumed by the onslaught of inflation and disease and with it are gone archaic ways of business and work ethics. Our destiny has been shaped by the dire need of connectivity and virtual presence on a global scale. The obligations to be physically present and conduct various business operations has been obliterated and has been replaced with zoom calls, virtual board-room meetings, virtual conferences, meet ups and remote working situations. The need for all of it, to be efficient and fast has never been felt more than now. Even with the pandemic reducing force, the workplace has become more hybrid and hence the need for automation of a multitude of tasks is required more than ever. We need better ways of recruiting, connecting teams and evaluating wellness via surveys that predict the outcomes of employee retention. All these and more can be done by the help of predictive analysis using Artificial intelligence tools.

At WebHR, we have been stressing on the use of such technologies, years ago and have been constantly working towards the achievement of these goals. We at WebHR have identified the heightened need for faster, virtual recruitment, along with training, evaluations, surveys, onboarding, vaccine checks, health checks, wellbeing, social connectivity, rewards, facebook like structure of a tribe formation, and software that builds up a global family of companies. We have taught our systems to help the top tier decision makers to view the performances within seconds by generating complex reports, with just a click of a button. Our systems can predict the trends that might change the course of very important actions, necessary to avoid overspending or under-spending and save time, in making those decisions. Many companies seem to have been trying their hands at this approach, to get it right, while they may be in their infancy, WebHR has tried and tested these mechanisms with years of research to account for. We know for sure, that we have only scratched the surface of the wide horizons of possibilities of HR automation and are headed towards the right direction.

While AI seems to be the indispensable reality and there is no turning away from it in the future, we know human resources is one field which is incomplete without human touch, our tools are designed to make the HR managers at any organization way advanced than ever before, their work has been made easy by automating daily HR tasks so much so, that they have time on their hands to deal with human emotions and needs at workplaces. AI has enabled us to have chatbots do most of the repetitive work that requires unnecessary involvement of teams that could do more in the same time frame. Our super fast communication tools have made sure the privacy of logging into external systems for deals that need secrecy are done in a safe and secure environment, by staying at the same platform.
In the past, companies had the ordeal of switching and juggling between multiple layers of systems to get simple tasks done, and then going further to make them all linked to produce data that can be handled at the same platform. WebHR has eliminated the need to have 100s of applications to solve major tasks at any company. Companies as small as five employees and as large as thousands of employees have the same level of sophisticated multi-task solving automation provided by the software, this has caused the clients to adhere to the software for all the major and minor HR needs. From the feedback that comes directly from the users, we have realized that we have solved a very complex system of handling all aspects of the organization’s very basic need – managing their most important asset “their employees” very efficiently. The always available presence of chatbots, has ensured that companies could now engage their teams at work into more productive tasks than before. Hiring, retaining and managing the best talent is now done swiftly with these tools,  With the customized knowledge that we possess, professional user presumptions are high. The end users want data input to be processed in seconds, rather than days, to quickly access HR resources, get notified of their availability and match with certain positions based on their area and localities.

With the raging agonies of the pandemic, it will become impossible to move towards modernization and a better company culture without the adoption of such tools, since we know that the market is ripe for change, as predicted by our team at WebHR, for years now.

We can’t stress enough about the importance of automation but, that being said, communication is the key. The leaders at every organization must make an informed decision and educate the teams at work by approaching these methodologies that can pave the path for future success. We need to address the looming dread, felt by many, that AI will eventually replace them for good and provide comfort in the promise that these tools are here to make their jobs easier and not to steal them in any way.

More comprehensible techniques can help the teams slip into varied environments, if applied at the right time and with the right people. A detailed road map towards the tasks to be automated should be provided to the task forces and enough time should be given for them to get comfortable with the learning curve, making sure that the employees are constantly aware of the fact that their input and creative desires are always respected, when it comes to solutions that need a special human touch. Every human alive somehow functions higher than their capacity by going above and beyond when they see recognition and appreciation for their efforts and hence, comply with these decisions when put forward in a gentle and intelligent manner.

Constructing A Mechanism of Understanding and Acceptance towards AI

To emphasize the dire need , there has to be a display of its potential in every aspect of the operations at any business by a practical addition of AI all throughout. AI is a robust way of supplementing and boosting all HR operations like hunting and recruiting suitable talent, hiring, evaluating their performance and comparing it to threshold criterion of successful parameters, pre-selected through algorithms that gauge and provide accurate results of how to improve them.

The top tier management can assist and augment by jacking their revenue at businesses, through incorporation of right methodology, developed using deeper insights into growth strategies and data obtained by AI, that are inline with the company’s motto, goals and targets. This can be done by matching the right kind of talent with the jobs in focus, that can only indicate one thing, a wide ranged adaptability and acceptance of these advanced technologies and removing all constraints that stand in the way of incorporating these tools, that bring an ease of work at all levels in the company and mitigate all fears and concerns. We need teams and forward thinking, open minded professionals that do not fear change and positivity that shapes progressive future for AI. A harmonious alliance of human elements, amalgamated with technologies , to equip and re-shape the way future trends predict and to look forward to the growth trajectories that are both beneficial in long term and time saving. In these disruptive times, securing and rationing resources is what we can best do, to provide some relief to the exhaustive talent acquisition and training procedures, we need to learn to become more proactive towards the adoption of these high-tech tools, not just for the sake of efficiency but also to seal the drainage of precious capital that is wasted away, the “cash burn” that eventually leads to the demise of a budding business.

Hope is futile, if it is not backed up with strong actions and emotions. Yes, “emotions” cannot be ignored when it comes to bringing AI to the front table. It will call for immense emotional understanding and intelligence. These qualities will most probably be the only growth markers of a successful future alliance of technology and human behavior, shaping a society that lives harmoniously, making use of the advanced and high-tech AI tools. We are looking towards building a world where human beings will be able to deliver their creativity into designing and implementing breakthrough technologies, best suited for the development of modern, more sophisticated workplaces.

WebHR – Gartner’s GetApp HR Category Leader 2019

It is a pleasure for us to announce that WebHR, has again bagged a top position as a Global leader in Gartner’s GetApp category leader ranking for the year 2019. Kudos to the teams of WebHR https://web.hraround the world, whose consistent efforts in all departments had led us into becoming the leaders in the HR category.

Each year, Gartner’s GetApp ranks the leading business apps inside their most popular categories to help companies tackle software selection.

  • View unbiased, data-driven rankings
  • Get a breakdown of key factors
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App scores are determined by 5 factors, worth 20 points each, for a possible total of 100

Methodology v5: June 2019 – Present

The Basics

Category Leaders rankings highlight key factors that small businesses should consider when assessing which software products may be right for them. These factors include user input (“user reviews”), compatibility with other systems (“integrations”), mobile offerings (“mobile”), technical capabilities (“functionality”), and product security features (“security”).

To create each Category Leaders ranking, our research team typically evaluates hundreds of products in any one category. The 10-15 with the highest scores become Category Leaders.

Since Category Leaders is intended to cover a given category at large, the Category Leaders team use their market experience and knowledge, existing market-based research, and small business software buyer needs analysis to assess an application’s suitability for that category depending on whether it can reasonably be expected to be relevant to most software buyers across industries searching for a system in the category.

To be eligible for inclusion in a category, products must:

  • Be sold in the North American software market
  • Offer required functionality as determined by our research analysts, who provide coverage of and have familiarity with products in each category. Each product must have all core features plus a majority of common features for that market.
  • Have at least 10 unique user-submitted product reviews across the three Gartner Digital Markets web properties —,, and— published within 12 months of the start of the analysis period for a given report’s update.

Product scores are calculated using five unique data points, each scored out of 20, resulting in a total maximum score of 100. In the event of a tie, each data point is weighted for importance, with security taking precedent, followed by reviews, integrations, mobile apps, and functionality, respectively.

Products are scored independent of any relationship that GetApp has with vendors.

Methodology Details

User Reviews. Review scores are calculated using reviews collected from GetApp and its sister sites, Software Advice and Capterra. This score is based on average user ratings (on a scale from 1 to 5) of how satisfied users are with a product overall. The scoring includes ratings from reviews within a 12-month analysis period. The methodology calculates the percentile ranking for each product relative to all other products in the software category that have qualified for inclusion. That percentile ranking is then translated into a 1 to 20 score.

Integrations. The total possible score for integrations is 20 points. Five points are awarded if the product has an open API; up to 15 points are awarded based on an assessment of the product’s integrations.

As part of this integrations assessment, our research team defines a list of the most commonly cited integrations in a given software category. (E.g., in the Project Management software category, products may commonly integrate with Zapier or G Suite.) Each product is scored according to how many of those common integrations it offers, based on publicly available data. When a product lists an integration with a suite of applications (e.g. Microsoft Office), we assume it integrates with each component application comprising that suite (e.g. Microsoft Word, Microsoft Outlook, etc.). The more common a specific integration is, the more heavily it is weighted in our scoring.

Mobile Platforms. Mobile scores are calculated based on the availability of an iOS and Android app. Five points are awarded for the presence of each app, with an additional 10 points awarded for the number and average rating of reviews in both the App Store and Google Play. These review scores are calculated on a scale based on the category average for a maximum of 5 points per platform and an overall maximum score of 20. If there isn’t a native iOS or Android app, the product’s website is assessed using Google’s PageSpeed Insights to measure mobile usability. A score out of 100 is given, then scaled to a score out of 5 for a maximum of 5 points.

Functionality. Functionality scores are assigned based on a combination of two assessments: user ratings for “Features” and functionality breadth data. Fifty percent of the score is based on average user ratings on a scale from 1 to 5 of how satisfied users are with the product’s features and functionality. The scoring includes ratings left within the 12-month analysis period.

The methodology calculates the percentile ranking for each product relative to all other products in the software category that have qualified for inclusion. That percentile ranking is then translated into a 1 to 10 score.

The other 50% of the score is based on a functionality breadth assessment of the product. For each software category, our research analysts define a core set of features that a product must offer, as well as additional common and optional features. Products are assessed according to how many of those pre-defined features they offer, and products with more features receive a higher score. We use this data to calculate a product’s percentile ranking, which allows us to determine how products compare relative to one another rather than determine an absolute number.

All told, a vendor can receive up to 10 points based on user ratings for features and up to 10 points based on the functionality breadth assessment for a total maximum score of 20 for “functionality.”

Security. Security scoring is calculated using answers from a vendor-completed survey. The questions in the survey are based on the Cloud Security Alliance self-assessment form as part of the Security, Trust & Assurance Registry, supplemented by the expertise of our security research experts. Each answer in the 7-question survey is assigned a point value. The scoring then calculates the percentile ranking for each product relative to all other products in the software category that have qualified for Category Leaders consideration. That percentile ranking is then translated into a 1 to 20 score. Our research analysts may audit vendor responses to the security survey for accuracy.

Vendors update their security information each year or certify that the information is still correct. In the event a vendor has not completed their security survey by time of publishing, they will automatically be assigned a baseline security score that reflects a set of security offerings that the average software vendor is reasonably expected to have, according to our security research experts.


Data sources include published user reviews, public data sources and data from technology vendors. The user-generated product reviews data incorporated into Category Leaders are collected from submissions to all three Gartner Digital Markets sites (see above section for details). As a quality check, all reviews are verified and moderated prior to publication. Please refer to the GetApp Community Guidelines for more information.

External Guidelines

Providers must abide by the Category Leaders External Usage Guidelines when referencing Category Leaders content. Except in digital media with character limitations, the following disclaimer MUST appear with any/all Category Leaders reference(s) and graphic use:

GetApp Category Leaders constitute the subjective opinions of individual end-user reviews, ratings, and data applied against a documented methodology; they neither represent the views of, nor constitute an endorsement by, GetApp or its affiliates.

Escalation Guidelines

We take the integrity of our research seriously. If you have questions or concerns about Category Leaders content, the methodology, or other issues, you may contact the Category Leaders team at [email protected]. Please provide as much detail as you can, so we can understand the issues, review your concerns and take appropriate action.